BOOK NEW COACHING STRATEGIES

Description

Summary:
This book will be useful to all managers who wish to improve their performance, that of their company and that of their employees. It describes the six major responsibilities that manager-coaches must assume to mobilize and empower their staff and thus contribute to the success of their company.

The authors provide all manager-coaches with concrete tools and strategies that have proven themselves in several companies. Presented in simple and precise language, these tools and strategies help mobilize and empower staff. to identify the objectives to be achieved, to create a work organization oriented towards achieving results, to develop skills, to manage performance and continuous improvement, then to increase the personal effectiveness of managers-coaches and of their collaborators.

In summary
Moving from traditional manager to manager-coach
The first responsibility of the manager-coach: to encourage staff commitment and empowerment
The second responsibility of the manager-coach: determining the collective and individual results to achieve
The third responsibility of the manager-coach: create a work organization oriented towards achieving results
The fourth responsibility of the manager-coach: developing the skills of his employees
The fifth responsibility of the manager-coach: managing the performance and continuous improvement of his employees
The sixth responsibility of the manager-coach: helping his employees become more efficient and more autonomous
Conclusion
Bibliography
List of paintings
Lexicon
Index

The author – Pierre J. Gendron
Pierre J. Gendron holds a law degree from the University of Montreal. He has more than twenty-five years of experience as a manager and consultant in strategic planning, work organization, change management, coaching and skills development. Its clients include financial institutions and companies operating in the service, health and education sectors. He is a member of the International Society for Performance Improvement.

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The author – Christiane Faucher
Christiane Faucher holds a master’s degree in psychology from the University of Sherbrooke and she completed doctoral studies at the University of Montreal on the development of professional skills. For more than 15 years, she has worked in the fields of organizational development and training. His strong analytical skills and interpersonal skills allow organizations to implement innovative solutions. It works in the
financial institutions, health and education sectors. She is a member of the International Society for Performance Improvement.